Case study

HR delivery group model Purpose: merger of two divisions within an international organization Products: HR handbook & Golden Rules, HR roadmap, governance matrix for compensation & benefits managerial practice, role definitions and RACI, Review of appointments & promotions process, Hiring & Recruitment guidelines: hire/transfer internal/external, special arrangements, headhunter assignments; incentives program for key employees, standardized and unified forms prepared and implemented.

Organizational transformation program Purpose of the project was to create/design and implement a unified culture based on values and a new approach to leadership and people management. Results: Leadership development, enhancement of Group Values, competence model, development and retention of key employees.

Implementation of unified executive development program across CEE Division according to the Group guidelines. Programs based on a new competency model. Cooperation with local HR on the competency model implementation, introduction of group programs, identification of major differences in the development initiatives at local level. Internal Mobility Policy applied. Preparation of budget plans for executives development. Results: Career paths for members of management boards in the affiliates in the CEE Region, Executives’ international assignments and secondments, Talents identified, High potential identified and their individual development plans defined, Key positions within the region defined, Recruitment of international teams, Assessment center for high potentials, Calibration of regional evaluation in the talent management program, Corporate culture based on diversity.

Implementation of unified talent management program across CEE Division, countries: Czech Republic, Slovakia, Hungary, Ukraine, Russia, Romania, Bulgaria, Croatia, Bosnia-Herzegovina, Serbia, Slovenia according to the group guidelines. Programs based on a new competence model.

Purpose: centralization of back office functions in branches. The project was aimed at introduction of a new business delivery model: customer advisor role in the branch, improvement of service delivery to the customer. Products: standardization of front office and back office functions, identification of activities within branch employees, job descriptions, optimization of workforces, workforces effectiveness measurements, onboarding program, training program.

The business objective of the manufacturing company was to expand its range of products, closure of unprofitable locations, increasing production capacity in profitable production facilities, attracting subcontractors for the production of components, assessment of blue collars, transfer of staff and assessment of the transfer possibilities of blue-collars within the local market, as a result of the closure of production facilities. Products of the project: closing plan of production plants, reorganization plan, redundancy plan, spin off plan and timelines, relocation of production to other locations, transfer of staff, communication plan, a plan of cooperation with employee organizations, preparing required internal and external documentation, outplacement program.

Organizational design of human resource management functions. The business objective was to redesign the HR service delivery model by splitting HR administration functions from business partnering. Products of the project: audit of HR functions, introduction of expertise centers and business partnering role. Market search for companies providing specialized services within human resources administration. Milestone was to organize the tender and acquisition of external service provider, design of the HR service delivery model, transfer of staff, job descriptions personnel department, development center for staff, replacement of positions, transfer plan, communication plan.

Reorganization in sales department in financial services. The business objective was to verify and design client service delivery model. Products of the project: design of positions in the organizational structure, reorganization of the organizational structure, job descriptions, design of remuneration policy, implementation of variable remuneration and incentive system, assessment of employees, internal transfer, employment restructuration; budgeting, communication plan; preparation of documentation required by internal and external regulations.

Implementation of human resource management procedures and processes. The business objective was to integrate human resource management processes in a privately held company acquired by international concern. Products of the project: description and job evaluation, creation of internal regulations and procedures, design and description of the human capital management (HRM) processes, executives, line managers and staff training, development assessment based on a defined competencies model, development program, communication plan.

Reorganization of Sales department in FMCG sector. The business objective was to modify and adjust the performance evaluation system and sales reward system (variable components) to changing market conditions. Products of the project: diagnosis, verification and definition of indicators to measure the effectiveness of Key Performance Indicators (KPIs); preparation of required internal documentation to make changes in the organization, communication plan

Organizational spin off of the commercial and manufacturing enterprise. The business objective was to spin off the organization in the commercial and manufacturing division. Business model aimed at improvement of service delivery model in the commercial part and sale of the assets in the form of a production plant. Products of the project: plan to reorganize the company, employment restructuring plan, diagnosis of employee potential, development center, staff transfer plan, key employee retention plan, communication plan, prepare required internal and external documentation, assessment tools for evaluation of professional’s potential.

Impelemtation of people development system based on competencies and management by objectives.